We are so proud to announce that Kate, our wonderful Chef from our Chalfont St Peter Nursery has been shortlisted as a finalist for the NMT Nursery Chef 2019
Kate was secretly nominated by her team for her calm approach, cooking delicious healthy meals for 60 to 70 children per day, managing a huge range of dietary needs and allergies. In addition Kate plans and delivers weekly cooking classes for the children, which she adapts the to ensure even those with allergies can participate fully.
Since joining Hungry Caterpillars Chef team Kate has also been part of the ‘menu planning and development group’, working with senior management to ensure our seasonal menus across the company work not only on paper but on a day to day basis in the nursery.
The next step for Kate is the Chef Judging day which is on the 9th October. It will be a bit like master chef with a timed cook off and tasting by the judges. A bit nerve wracking but knowing Kate she will take it all in her stride. I’m sure you will join me in wishing Kate the best of luck.
About the NMT Awards
NMT Nursery Awards 2019 is an annual event organised by Nursery Management Today, the leading business publication in the nursery sector and sponsored by key companies providing services in the sector. The Awards are designed to reward excellence in childcare and celebrate the very best people in the Nursery Sector. There were 18 categories to enter overall and there were four or five finalists in each category. All finalists will meet with three independent judges for each category on 18th October at the Awards’ Judging Day at the Hilton London Metropole. For more information and all categories, please visit http://nmt-magazine.co.uk/nursery-awards/awards/
Winners of the NMT Nursery Awards 2019 will be presented with their trophies at the high profile Gala Night held on Saturday 30th November 2019 at the London Hilton Metropole, attended by over 500 guests
Hungry Caterpillars Director, Olivia Foley has recently had an article published in the training section of the NMT magazine. This is what she had to say about some of the recent training opportunities Hungry Caterpillars is able to offer it’s staff;
At Hungry Caterpillars, we have always had a strong commitment to training and developing our team. For the past 20 years, we have delivered five whole company, in-house training days each year, and we have seen the impact of these on upskilling staff and outcomes for children. On top of that, there is a wealth of additional training and development opportunities such as forest school, an online training portal, professional conferences and networks as well as access to external training.
Taking it further
But, for some time, we have felt we needed to offer more in terms of in-house leadership training. A moment that stands out for me was getting an email from one of our soon-to-qualify apprentices telling me how much she loved working for Hungry Caterpillars, thanking me for the opportunities to train and develop and underlining how she would love to continue to grow and develop within the company. Around the same time, I also had two team members apply for progression roles that had become vacant. Unfortunately, neither was quite ready, but I was, again, touched by their ambition, passion and clarity about their aspirations. We have always had a firm commitment to internal promotion and development, but nothing formal in house to prepare them for leadership roles. I made a promise to myself there and then that we would provide support for our team to become our future leaders and managers.
The planning stage
If we really wanted to harness the ambition shown by our staff, we needed to develop a programme that built a bridge between the roles of practitioner and leader and manager. We also needed a course for those new to leadership. So, after several months of planning, meetings with various training providers as well as with my senior team, 2019 saw the launch of our Future and Developing Leaders programme, which will ensure we grow our senior talent from within.
We devised the content to incorporate various elements we see as key. Delivery of the programme is through a combination of external trainers, early years specialists and our senior leadership team.
Leadership and Management
ILM Level 3 – Leadership and Management
The Leader in Me
High Performing Teams
Coaching & Mentoring Your Team
Developing Staff Performance
Speaking in Public – rising to the challenge
Early Years specific courses
Preparing for Ofsted
Dealing with Complaints Effectively
Developing Strong Partnerships
Designated Safeguarding Lead
‘The Caterpillar Way’ courses
Customer Service – sensational show rounds
How We Observe, Plan and Support Children’s Development
In-house software packages
Manager’s Task Schedule – How to do the ‘business bit’
Choosing Your Training Partners.
We chose ESB Training to deliver the leadership and management elements of the programme, because they clearly understood what we aimed to achieve – plus there were great recommendations. If your course is to be a success, it’s important to choose a trainer who shares your values and vision, and Rosie, the director of ESB, was completely on the same page as us. ESB could already offer key elements such as the opportunity to get a recognised qualification, while reflective tasks were built into their leadership programme. As she said: “When Olivia and I sat down to discuss the future and developing-leaders programme, I was impressed with the vision she had for creating a culture of strong and effective leadership within Hungry Caterpillars. It has been a great pleasure to design and deliver this year-long bespoke programme, which gives all participants the opportunity to develop a full range of leadership skills. It’s a fantastic example of strategic investment in leadership which will lead to huge benefits for the team, parents and, importantly, the children.”
Candidates for the course are nominated by their line manager – they can nominate themselves, but they all have to fill in an application form. This captures why they are applying for the course, what they hope to gain and where they hope to be professionally in the future. In addition, they sign up to our company training agreement, which acknowledges our investment in them, as we really wanted to get a measure of each individual’s commitment to the course before offering a place. We cap the annual intake so places are limited, but those who are unsuccessful have the opportunity to apply the following year. In our first year, we offered 12 places with great confidence.
A solid foundation
Each candidate is allocated a mentor, who is usually their line manager, but might be a director or member of the senior team. The mentor’s job is to meet with the candidate after each session to get feedback on how they are doing, support them with their reflective task and generally keep them on track. Both the mentor and the candidate attend an induction session, which outlines the overall programme content, the role of the mentor and our expectations of both.
A reflective task is set after each session and is key to the programme. This is to ensure that students get first-hand experience of the skills they have learnt and that they have the time to reflect after each session. They then feedback their experience of the reflective task to the group at the next session, which provides another opportunity for them to develop self-confidence and consolidate the skills learnt – and, of course, it is an opportunity to do a presentation in front of a group of their peers.
Feedback so far
Despite the fact that we are only halfway through the first year of the programme, feedback has been truly positive. “The course has allowed me to reflect on my approach to my role, staff team and parents. I have been able to use strategies learnt to deal with different situations with a positive outcome.” Chloe Moses, deputy manager “I have learnt that knowing your staff individually is a high priority in order to get the best out of them. Being aware of individuals’ readiness levels is supporting me to guide them to achieve what is required of them.” Chelsey Gilder, nursery manager “Since starting the course, my confidence has grown massively. I have learnt lots about myself and
I’m managing my room and team more effectively,” Mollie Bradshaw, deputy room leader.
The programme has been planned to run over a 12-month period (January to December), and we shall celebrate their success with a graduation ceremony at our annual team awards day in December this year. Hopefully, this will inspire 2020’s cohort to apply for a place in the next programme, and we will see the benefits of the skills learnt in our future senior teams. There is no doubt that, as we work through our first year, we will tweak and develop the programme, learning as we go. But that is as it should be – being flexible and adapting to change is, after all, something we are great at in early years.
Due to the Fair Future Funding Action Week, Hungry Caterpillars invited Bob Blackman, MP for Stanmore and the surrounding areas, on the 14th June 2019 to talk about the issues around the current funding rate for 3 & 4 year olds. The Early Years Alliance is behind the action week, and has aims to raise the awareness of the current shortfall in funding as costs continue to rise for providers. It is anticipated that by engaging local MP’s in the issues surrounding a static funding rate (frozen until 2020) despite increased rents, rates, living wage and pension costs that concerns over future viability within the sector.
Dawn Sheikh, Stanburn Nursery Manager and Olivia Foley, Director & Founder of Hungry Caterpillars, were there to meet Mr Blackman and discuss the various challenges that the nursery faces. As an Ofsted Outstanding nursery we go above and beyond to support all children that attend, which includes supporting SEN, EAL and other challenges. We also offer a range of extra circular activities such as French lesson, Boogie Mites and Stretch and Grow. However with rising wage, pension, rent, rates and other cost the funding needs to be kept in line with inflation and be realistic.
A recent research project published by Ceeda in June 19, reveals that the national funding deficit is currently at £662 million. With the average cost of delivery nationally for 3 & 4 year olds at £5.36 per hour and the average delivery cost for 2 years olds at £7.22 per hour. The rate we receive from Harrow for 3 & 4 year olds of £4.53 is already .83p per hour less than the national average. Whilst the rate for 2 year olds of £5.92 is a massive £1.30 per hour less than the national average delivery cost.
Harrow is undoubtedly more expensive to operate in than other parts of the country which would indicate higher delivery cost than the Ceeda report states.
The nursery were able to share with Mr Blackman what the long term effect of underfunding will be on our setting and others.